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Manfred Bornemann: Wissensmanagement 2013 The students are introduced to knowledge as a key resource for organizations with properties significantly different to "classical resources" such as capital or labor. They identify the main drivers of Intellectual Capital and get an idea about strengths and weaknesses of Intellectual Capital in their organizations. Participants learn about the prioritization and systematic development of Intellectual Capital, they are introduced to selected methods and instruments and apply them on business situations.  Classification and strategic evaluation of knowledge and Intellectual Capital  Methods and instruments for knowledge management  Prioritization and implementation of knowledge management Knowledge Management

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Manfred Bornemann: Wissensmanagement 2013 Assessment methods and criteria First attempt: learning checks at the end of each of the four learning units. Knowledge management is included in the final grade with 50% weight. Second attempt: Oral examination over the entire syllabus. Knowledge management is included in the final grade with 50% weight.

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Manfred Bornemann: Wissensmanagement 2013 Objective of this lecture Students develop some ideas about the concepts of “Knowledge", “Intangible Assets", and “Intellectual Capital“. Students understand essential terminology and concepts of knowledge management and are able to relate them to other management fundamentals. We learn to apply the instrument of Intellectual Capital Reporting (toolbox) and use it to better understand some of challenges of knowledge management. A conceptual basic model provides the framework for our discussions. Additional references and some case studies support group interaction and reflection.

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Manfred Bornemann: Wissensmanagement 2013 The Story of Light To produce light for one candle for one hour, prehistoric man had to invest about an hour to collect wood or create torches and ignite them. That was a considerable effort and thus limited activity to the natural rhythm of day and night. Several steps of innovation from candles to oil lamps, using various wicks, allowed for the improvement of efficiency by not only providing more and better-quality light (in terms of candles), but also less labor and less unpleasant side effects (smoke, grime, risk of injury because of fire, etc.). According to Nordhaus (1998) one hour of labor today produces 350,000 times more light than a Babylonian man could consume with the same effort. Today, we create so much light at such a low cost that now the opposite of scarcity is the problem: light pollution in urban and densely populated areas with its negative effects on our well-being. Thanks to human creativity and effort, an awkward problem that consumed relevant resources was resolved. Yes, it took a very long time, because rates of innovation were extremely low for most of the period. But innovation rates accelerated tremendously from 0.003% per year from the Stone Age to the Middle Ages to 1% until roughly a century ago and 3% since then. Source: http://cowles.econ.yale.edu/P/cp/p09b/p0957.pdf http://www.ajoma.de/html/dark_sky.html

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Manfred Bornemann: Wissensmanagement 2013 What EXACTLY supports OUR performance? enterprises as black box What is knowledge? What attributes has knowledge? What is the impact of knowledge?

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Manfred Bornemann: Wissensmanagement 2013 team work of employees three star chef outstanding recipes first grade supplies good relations to suppliers and partners

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Manfred Bornemann: Wissensmanagement 2013 Hard questions ??? If Intangibles are our competitive advantage … how exactly do they look like? What is the status quo of intangibles in our eco system? What is the source of intangibles? How are they developed systematically? What is the impact of intangibles? Where do they have effects (industry, governmental, social, science)? How could we commercialize intangibles in SME structures in the medium technology level (not: high tech sectors)? How does this work right now – and how could it work? What are limiting and supporting drivers? Which management instruments and management philosophies are beneficial? What are the implications for management from the perspective of politics and other stakeholders in these systems? How would a task force be organized to first clarify these questions, to provide answers and then to communicate them?

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Manfred Bornemann: Wissensmanagement 2013 Hard questions in SMEs Which knowledge assets are available (resource based approach) – and what could we do with them? (Alternative: what would we like to accomplish – and what would it take to do so?) How can we grasp Intangibles? (examples: what is the difference between Microsoft and Apple or Oracle and SAP or Sturm and Rapid; what is the difference between a job applicant from university/FH or Harvard or BFI? What are our Value Propositions? How can we balance a group and achieve homogeneity? (==> concept of people / idea of men) What prerequisites need to be accomplished to prevent erosion of competitive advantages but grow them? (==> corporate values / culture / visions) How can we transfer Intangibles? How to protect Intangibles? What are the essential business models to utilized Intangibles? ==> requirements: differences in perception … (based upon prior knowledge) articulation and communicating perceptions definition of categories / taxonomies to support connectivity pattern recognition – complexity – interdisciplinary approaches

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Manfred Bornemann: Wissensmanagement 2013 Knowledge as a Resource MONEY / tangible assets Increasing scale effects Transparent financial markets Money can be spent only once (it is scarce) Intangibles decreasing scale effects Seller and buyer do not have the same level of information by definition. Intangibles are not scarce (but TIME to learn is)

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Manfred Bornemann: Wissensmanagement 2013 Justification and legitimation We discuss knowledge management because Knowledge and Intellectual Capital have different attributes than tangible or financial assets. We can share knowledge – an sharing (partially) increases the value of knowledge. At the same time, we still keep our knowledge. Intangibles are easy to copy or to reproduce (software, music, pdf- documents). Parallel, we face severe barriers (prior knowledge) and lock-in- effects (language, operating systems) that prevent or delay change. When used effectively, knowledge supports scale effects (e.g. technology, medical knowledge, consulting). Alternatively, mistakes in handling knowledge lead to full loss of competitive advantages (e.g. solar technology).

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Manfred Bornemann: Wissensmanagement 2013 some more quotes In the old economy, the challenge for management was to make product. Now the challenge for management is to make sense. (John S. Brown) Treat people as if they were what they ought to be and you help them become what they are capable of becoming. (W. Goethe) Before you become too entranced with gorgeous gadgets and mesmerizing video displays, let me remind you that information is not knowledge, knowledge is not wisdom, and wisdom is not foresight. Each grows out of the other, and we need them all. (Arthur C. Clark)

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Manfred Bornemann: Wissensmanagement 2013 exercise Please extract the main ideas of the following video link. After watching the video, you have 5 minutes for a brief summary and personal comment.

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Manfred Bornemann: Wissensmanagement 2013 What exactly is the meaning of these drivers? What exactly is the reference or scale? Why is the deviation of scoring in our team so substantial? example of the status quo of Intellectual Capital in an SME Maximum Minimum Average

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Manfred Bornemann: Wissensmanagement 2013 Group exercise Please use all available source to learn about these methods and instruments for KM. –Prowis Shop –EU-guideline for KM –Glossary of GfWM –Wikipedia – „knowledge management“ Which of them are of most interest for you? Please select one and provide a short presentation – use the template in the next slide –objective/ focus of application –implementation –cost / benefits

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Manfred Bornemann: Wissensmanagement 2013 What is an Intellectual Capital Statement ?  An Intellectual Capital Statement is an instrument to document and report the development of Intellectual Capital of an organization.  It relates corporate objectives, business processes and Intellectual Capital with business performance of an organization and takes advantage of indicators. Quelle: Leitfaden Wissensbilanz – Made in Germany. Bundesministerium für Wirtschaft und Arbeit in Zusammenarbeit mit dem Arbeitskreis Wissensbilanz. www.akwissensbilanz.org D

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Manfred Bornemann: Wissensmanagement 2013 group exercise Please install the Wissensbilanz Toolbox http://www.akwissensbilanz.org/Toolbox/WB-TB2.zip http://www.akwissensbilanz.org/Toolbox/WB-TB2.zip Please start with the „demo project“ and ad three drivers of Intellectual Capitals including definitions that seem important for your case. Formulate adequate questions for the QQS- Dimensions for these three new drivers Assess these drivers according to strategic priorities and document the reasoning in the text box Optionally, adopt other drivers to your case in terms of quantitative measures

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Manfred Bornemann: Wissensmanagement 2013 group exercise 2 What is the interaction between Intellectual Capital and business processes? What is the impact of KM Methods in this system? What are likely consequences of the intervention (future outlook / forecast)? Please upload your WBP file to moodle. Include the names of all people involved in the file name.

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Manfred Bornemann: Wissensmanagement 2013 What exactly are the benefits of an Intellectual Capital Statement ? We understand the value creation process better and can optimize it for the future – together. Improved transparency about the most important drivers of Intellectual Capital. Shared mental models, about the contribution of each driver to the strategic priorities. Clarity about areas of intervention and measures to develop the organization.

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Manfred Bornemann: Wissensmanagement 2013 Summary (2) KM is “simple" – if you know the concepts (e.g. St. Gallener Modell / WMF / GfWM /...) KM depends on strategy and objectives KM will change ALL processes KM is not enforceable (HC =/= financial capital) KM builds on the idea of man and influences recruiting KM depends on corporate culture (Collaboration / Participation / division and integration of labor /... ) KM must be supported top down There is no standard remedy for KM available. New technologies shift the edge and lower barriers of entry.

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Manfred Bornemann: Wissensmanagement 2013 Summary (3) because of rising complexity because of exponential differentiation of products and services because of increasing customization and fractioning of markets differences are marginal but have substantial implications on productivity and performance of an organization. In the future, the integration of Intellectual Capital and processes in organizations will depend on contextual understanding, which will be harder to acquirer (Pisa), while factual knowledge most likely will be available easy and cheap. This might lead to paradox developments: knowledgeable and (formally) educated integrators will be paid handsomely, dedicated specialists will attract nice checks too, and all others might – because of lacking differentiation – fall behind.

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Manfred Bornemann: Wissensmanagement 2013 Multiple Choice Test This test is essential for the individual grading All answers are available on these slides More than one answer is allowed. No supporting material / technologies are accepted. Additionally, please refer to the standards of Campus02 All the best

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